Introduction to Strategic Thinking

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This topic aims to provide participants with :

1. An understanding and comprehension of concepts, principles of

tools of strategic thinking in an organizational setting ; and

2. Skills to apply the concepts and tools to enhance

their strategic thinking skills at work.

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 What is Strategy?
• A plan of actions designed to achieve a
particular goal

• Originated from the Greek word ‘strategos’

meaning ‘the art of the general’ or ‘general’s
view’ which refer to the act of maneuvering
troops into position, deployment of troops
before the enemy is engaged

• Answers to “What are the ends we seek and

what are the means to achieve them?”

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 Types of Strategy
(Hierarchical Category)

International
/ Regional
Functional National

STRATEGY
Business /
Industry /
Service
Organisation Sectoral
/
Corporate

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 01 International/Regional

• Strategy which involves the cooperation of

multiple nations usually within a particular
continent or region

• Example:

– In 1999 EU strategy to create a single

European Currency (As of 2009, 13 out of 27
EU countries are using Euro)

– ‘ASEAN’ strategy on widening cooperation to

become ‘ASEAN + 3’
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 02 National
• The main strategies of a particular nation

• Example
– Introducing Vision 2020 in 1991
– Introducing 7 National Key Result Area (NKRA)
in 2009
– Wawasan Kemakmuran Bersama 2030

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 03 Industry / Sectoral
• Strategy which is focused on a
particular industry or sector in a
particular nation

• Example:
– In 2005 Malaysia established a
National Biotechnology Policy
which provides a comprehensive
framework to guide biotechnology
development efforts in the country

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04 Organisation /Company
/ Corporate
• Strategy which guides the organisation
to achieve its goals

• Example:
– UPM offering development services
in the field of agriculture and
biotechnology + offering
agriculture-based entrepreneur
programmes for those interested in
order to achieve one of its goals
that is strengthening the U’s
position as The Center of
Excellence for Agricultural
Education and Research 8
05 Business / Service
• Certain organisations are involve in
more than one business or services.
For each business or service, it is
wise to have specific strategies.

• Example:
– separate strategies for energy,
green technology and water in
order to achieve the goals for the
whole organisation.

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 06 Functional

• Specific strategy for each function

that exists in the business or
service of a particular organisation
• Example:
– Each functions in the
organisation, such as HR,
Finance, Logistics and others
need to have its own strategies
to ensure goals achievement.

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 Other Types of
Strategies

Financial

Exit Political
Other
Strategies

Individual
• Career Sports/
• Personal Game
• Finance
• Family

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 Strategic Thinking – The Concept
“Strategic Thinking is analyzing Thinking Strategically (2010) by David J.
opportunities and problems from a broad Collis. Harvard Business School Press,
perspective and understanding the potential Boston
impact your actions might have on others.”

Jeanne M. Liedtka,
Prof. University of
Virginia's Darden
Graduate School of
“Strategic Thinking is a particular way of Business
thinking with specific attributes

“Strategic Thinking is a synthesizing process,

utilizing intuition and creativity, whose outcome
is “ an integrated perspective of the enterprise
.”

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 Strategic Thinking Model – by Jeanne M.
Liedtka
Mental Model of Sense of discovery
how the world
works
Systems Intent Sense of destiny
Perspectives 1 Focused
Vertical linkages 2
Sense of direction

horizontal linkages

Intelligent Thinking in
3
Opportunism Time Connecting the
5 past, present and
future
Continuously
developing agendas of
4
issues, aspirations
Hypothesis-
Driven Testing and
Experimenting
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Phases and Components

How do we get there?

Action Plan

Where do we need/want to be?

Key Goals

Vision

Where are we now?

Purpose Values

Analysis

Source: https://leadership.hr.ufl.edu/
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❖ A way of thinking
that generates
something new or
different. Creative Critical
Thinking Thinking
❖ It involves having a
different idea that
works as well or ▪ A way of thinking that
better than previous assesses the worth and
ideas. validity of something in
existent
❖ It is generative and Strategic Thinking
divergent in nature ▪ It involves precise,
persistent and objective
analysis

Analytical ❑ The abstract separation of a whole

into its constituent parts in order to ▪ Thinking which process
Thinking study the parts and their relations multiple information
and use that information to solve the and thoughts from
big complex issue different directions into
a common conclusion

❑ Separating and distinguishing

elements of a concept, idea, problem ▪ Processing multiple
and issue in order to understand its alternatives to select
essential nature and inner one best solutions
relationships

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 Strategic Thinking – Ten
Contributing Experiences

Personal Interpersonal
Family upbringing/Education
General work experiences Being mentored
Level of Interaction Being challenged by key
colleague

Organizational
External
Monitoring results/benchmarking Dealing with a threat to
Doing strategic planning organizational survival
Spearheading a major growth initiative Vicarious experiences

Goldman E. F. ( 2007), Strategic Thinking At the Top, MIT Sloan

Management Review 18
Strategic Thinking – why it is important

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The book’s central message comes in the
last paragraph: “This ugly pandemic has …
opened up a path to a new world.”

Leadership
Systems
Process
Good Governance
Economics
Culture
Government

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Strategic Thinking – Drive Changes
https://www.youtube.com/watch?v=AJXt2RpR
Sn0

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 GROW Model

GOAL REALITY OBSTACLES / WAY

• Define the goals • The gap OPTIONS FORWARD
clearly – What is it between • What are the • The
that the the obstacles that options
organisation goals – exist between then need
wants to achieve? How far organisations to be
or how and its goals? converted
near the into action
organisa • What are our
options to or steps
tion from which will
its goals overcome the
obstacles? take the
as of organisati
now? on to their
goals

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 Ask Experts Model

Ask experts or
List down all those who have
Identify what is Choose and
the possible the experience
the real Implement the
solutions for in facing the
problem best solutions
the problems problem for the
solutions

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ASK EXPERTS MODEL:

PENCEMARAN
SUNGAI

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 Identify what is the real problem
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Pembuangan sisa buangan yang
tidak teratur dan tidak cekap
Pembalakan yang tidak terkawal
Penguatkuasaan undang-undang
yang tidak tegas
Ask experts or those who have the Choose and Implement the best solutions
03 experience in facing the problem
for the solutions
Mengambil sistem pembuangan
negara luar seperti negara Jerman
Menarik balik lesen perniagaan
syarikat yang memberi kesan
terhadap pencemaran
NGO (Friends of River (FoR)
List down all the possible solutions for
the problems
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Sistem pengurusan effluent oleh kilang dan
jadual bagi sisa pembuangan berjadual
Rivers of life (RoL)
Pemantauan oleh pihak penguatkuasa
dengan lebih kerap dan efektif
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Kempen kesedaran dan memastikan semua
pihak bertanggungjawab mendapat latihan
dan kemahiran yang diperlukan
Polisi berkaitan pencemaran sungai yang
komprehensif dan menyeluruh
(Peraturan-peraturan Kualiti Alam
Sekeliling (efluen perindustrian) 2009
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No. 5W+1H Examples
1 What? (An What is the real issue? What is the problem? What is your goal? What is
Act) it that you want to achieve? What really happened? What went wrong?
What is the current situation?

2 Where? (A Where did it happen? Where are we now? Where do we want to go?
Scene or The Where do we find what we need?
Source)

3 When? (Time When will it happen? When did it happen? When is the most suitable
or Timing) time? When will it finish?

4 Why? Why did it happen? Why should we act? Why are they so successful?
(Purpose or Why did we fail?
Objectives)

5 Who? (Actor Who is involved? Who is the stakeholders? Who did it? Who is the
or Agent) victim? Who benefit from this? Who is the expert on this matter?

6 How? (The How did it happen? How can we prevent it? How could we achieve our
Methods) goals? How could we improve on this?

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 Scenario Planning
❑ Define the issues, decisions or key variables that
need to be evaluated;
Define scope, issues and ❑ Set the scope of study;
time horizon ❑ Agree on an appropriate time horizon for the
scenarios.

❑ Identify key internal and external drivers that are

Define key drivers likely to influence future scenarios;
❑ Establish critical relationships.

❑ Collect quantitative and qualitative and exert opinion

data as inputs to the scenario's definition process;
Collect and analyze data
❑ Analyze key relationships of the key drivers that will
affect the future.

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 Kemampuan Pemilikan Rumah Baharu Kepada
Rakyat Pada Tahun 2033
Define scope, issues and time
horizon
Define key drivers (PESTEL V)
Collect and analyze data
1. Kajian oleh MyProperty Data Sdn Bhd menunjukkan Malaysia kini berdepan
isu kemampuan memiliki rumah dan bukannya rumah mampu milik ketika
inflasi terus ketara sejak kemuncak pasaran pada 2011.
2. Untuk memastikan 80% daripada penduduk yang berkemampuan memiliki,
sekurang-kurang sebuah rumah;
3. Memastikan rumah mampu milik mempunyai fasililti dan keperluan asas yang
berkualiti dan baik (reasonable);
4. Untuk mengawal kenaikan harga rumah yang tidak sejajar dengan
pembangunan ekonomi negara dan kemampuan rakyat ;
5. 2033 (10 years in the future);
1. Kekerapan pertukaran kerajaan;
2. Kestabilan ekonomi - nilai RM tidak stabil;
3. Margin keuntungan yang tidak berpatutan oleh pemaju perumahan ;
4. Rasuah ;
5. Bahan binaan yang tidak berkualiti – perumahan kos rendah ;
6. Kos penyelengaraan yang tinggi;
7. Perancangan perumahan yang tidak teratur ;
8. Penguatkuasaan akta dan undang-undang ;
9. Kesaksamaan yang adil bagi semua rakyat ;
10. Tadbir urus , pemantauan dan kawal selia di pihak kementerian .
Kajian oleh Roslina, Zaimah dan Sarmila(2020) menunjukkan kadar kenaikan harga
rumah adalah di antara 50% - 107% bagi tempoh 2005 – 2014. Kajian yang sama
juga menunjukkan kadar kenaikan gaji adalah jauh lebih rendah dari kadar
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kenaikan harga rumah.
 ❑ Construct a series of cohesive and logical scenarios
and
Develop scenarios ❑ Develop a narrative description for each ;
❑ Test the scenarios against the qualitative and
quantitative data and expert opinions;
❑ Update scenarios as appropriate.

❑ Develop strategies, forecasts and decisions under

Apply scenarios each scenario as appropriate;
❑ Communicate to all departments.

❑ Define leading indicators and key performance metric;

Maintain and update ❑ Integrate the performance reporting process;
❑ Update scenarios as appropriate over time.

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THE MOST INFLUENTIAL SCENARIO A SCENARIO B SCENARIO C SCENARIO D
DRIVERS TYPE:what we expect TYPE: better than we expect TYPE:worst than what we TYPE: Weirder than we
TITLE: TITLE: expect expect
TITLE: TITLE:
1. Ketidakstabilan ekonomi Kesukaran menarik minat Keupayaan kerajaan untuk Ketidakstabilan ekonomi Ekonomi negara dan dunia
- nilai RM tidak stabil pelaburan asing meningkatkan pelaburan asing negara dan dunia yang baikpulih dalam masa
menyebabkan dan mengawal nilai RM serta berterusan dan nilai RM singkat (dalam setahun)
pembangunan ekonomi mengurangkan kadar inflasi yang semakin rendah dan peningkatan
yang lambat dimana akan yang boleh mengurangkan menyebabkan kadar inflasi pelaburan asing ke negara
memberi kesan negatif harga bahan binaan (termasuk yang semakin tinggi dan kos di mana
kepada kadar pendapatan kesan kadar tukaran wang) pembinaan rumah yang peningkatan kadar
isirumah rakyat , dan seterusnya harga rumah. meningkat. pendapatan isirumah
berbanding dengan harga adalah melebihi kadar
bahan binaan yang kian peningkatan harga rumah.
meningkat menyebabkan
harga rumah akan terus
melambung tinggi.

2. Tadbir urus , Kesukaran melaksanakan Pengawalan harga binaan dan
pemantauan dan kawal perubahan kerana undang- penguatkuasaan terhadap
selia oleh kerajaan undang sedia ada tidak pemaju perumahan dalam
menyokong keperluan aspek kos pembinaan, jenis
semasa. rumah yang dibina, kawasan
binaan perumahan dan harga
rumah, dimana memberi
kesan kepada projek
perumahan yang dilaksanakan
oleh Kerajaan Persekutuan
dan Kerajaan Negeri
Kekerapan pertukaran
kerajaan yang menyebabkan
perubahan dasar kerajaan
yang tidak membantu dalam
pembangunan negara dan
kurang political will untuk
melaksana projek
meningkatkan kemampuan
pemilikan rumah oleh
rakyat.
Kerajaan dan pemaju
perumahan berkerjasama
untuk mengawal kos
pembinaan dan bahan
binaan bagi mengurangkan
kadar kenaikan harga
rumah

THE REMAINING DRIVERS EFFECT TO THE FUTURE CAUSE OF EFFECT 33

THE MOST SCENARIO A SCENARIO B SCENARIO C SCENARIO D
INFLUENTIAL TYPE:what we TYPE: better than we TYPE:worst than TYPE: Weirder than
DRIVERS expect expect what we expect we expect
TITLE: TITLE: TITLE: TITLE:
THE REMAINING
DRIVERS EFFECT TO THE FUTURE CAUSE OF EFFECT

3. Margin Harga rumah semakin meningkat tanpa Kemampuan rakyat memiliki rumah
Keuntungan yang kawalan. semakin rendah.
tidak berpatutan
oleh pemaju
perumahan

4. Perancangan Gangguan terhadap biodiversiti dan Bencana alam dan

perumahan yang persekitaran. bencana atas perbuatan manusia.
tidak teratur

5. Bahan binaan Rumah dan fasiliti yang mudah rosak. Pemilik rumah perlu mengeluarkan kos
yang tidak berkualiti penyelengaraan yang tinggi.
– perumahan kos
rendah dan
sederhana

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Scenario narratives for the future of
KEMAMPUAN PEMILIKAN RUMAH KEPADA RAKYAT PADA TAHUN 2033
Scenario building model.………Archetype
SCENARIO A: What we expect SCENARIO B: Better than what we expect
TITLE: TYPE TITLE: TYPE
Kesukaran menarik minat pelaburan asing menyebabkan Kerajaan berjaya meningkatkan pelaburan asing dan mengawal nilai
pembangunan ekonomi yang lambat. Ini akan memberi kesan negatif RM serta mengurangkan kadar inflasi. Ini akan mengurangkan harga
kepada kadar pendapatan isirumah rakyat berbanding dengan harga bahan binaan dan seterusnya menurunkan harga rumah.
bahan binaan yang kian meningkat dan menyebabkan harga rumah
akan terus melambung tinggi. Kerajaan berjaya mengawal harga binaan dan memperkemaskan
penguatkuasaan terhadap pemaju perumahan bagi jenis rumah yang
Perubahan kepada dasar dan urus tadbir sukar untuk dilaksanakan dibina, kawasan untuk pembinaan dan harga rumah yang dijual. Ini
kerana undang-undang sedia ada kurang menyokong keperluan juga dapat menambah baik pemuliharaan kepada biodiversiti dan
semasa. persekitaran.

Kediaman mampu milik yang dibina dengan bahan binaan murah dan
kurang kualiti akan menyebabkan kos penyelenggaraan yang terlalu
tinggi dan menyebabkan rakyat terbeban dan terus tertekan dengan
keperluan ekonomi semasa.

SCENARIO C: Worst than what we expect SCENARIO D: TYPE

TITLE: TYPE TITLE: Weirder than what we expect
Ketidakstabilan ekonomi negara dan dunia yang berterusan dan nilai Ekonomi negara dan dunia berjaya untuk dibaikpulih dalam masa
tukaran matawang RM yang semakin rendah menyebabkan kadar singkat (setahun) dan peningkatan pelaburan asing masuk ke negara.
inflasi semakin tinggi dan kos bahan binaan semakin meningkat. Ini akan mengukuhkan nilai matawang negara, mengurangkan kadar
inflasi serta dapat meningkatkan pendapatan isirumah dan
Kekerapan pertukaran kerajaan juga akan menyebabkan perubahan seterusnya membantu meningkatkan kebolehmilikan rumah.
dasar kerajaan yang kerap. Ini akan menjejaskan pelaksanaan
program pemerkasaan pendapatan dan pemilikan rumah oleh rakyat Kerajaan dan pemaju perumahan berkerjasama untuk mengawal kos
seterusnya menjejaskan pembangunan negara. pembinaan dan bahan binaan bagi mengurangkan kadar kenaikan
harga rumah.
Kediaman kos rendah yang tidak diselenggara secara berterusan akan
menyebabkan kediaman tersebut tidak sesuai untuk didiami lagi atau 35
pun terpaksa ditinggalkan.
 OPPORTUNITIES THREATS
1 2 3 1 2 3

Peningkatan Peningkatan
kemahiran, kemampuan
Penguatkuasaan pengetahuan milikan rumah di
Membuka
dan kawal selia dan teknologi kalangan rakyat Mengancam
peluang dan Peningkatan
oleh kerajaan baharu dalam kelestarian alam
ruang kepada kesesakan
dalam penetapan pembinaan semulajadi
rasuah
harga rumah rumah

PRODUCT/ SERVICES
A B C D E F

Pinjaman Pakej Pelan Pemaju Sistem

perumahan yang Smart city penyelengaraan Perumahan perumahan pengangkutan
fleksibel secara pukal Negara awam awam bersepadu

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 Cadangan Tajuk Penyediaan
Perbincangan Strategi
BIL TAJUK

1 EKSPOT NEGARA

2 PERTANIAN

3 CYBERSECURITY

4 PEKERJA ASING

5 PENYAMPAIAN PERKHIDMATAN KERAJAAN

6 TENAGA HIJAU

7 KEUSHAWANAN

8 KERAJAAN TEMPATAN

9 PELANCONGAN

10 PENCEMARAN 37
 Activities – Topic 1 a and 1b
(workbook)
• What are the organizational change enablers
and hurdles?
• What are the organisational challenges?

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